By John Freeman
First released in 1995. Routledge is an imprint of Taylor & Francis, an informa corporation.
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In this competitive age there can be only one approach from which all else flows – that of consistently achieving extraordinary levels of client satisfaction. The transformation of our firms must have client satisfaction as the central theme. Start by listening to clients, analysing the results and re-appraising the whole firm from top to bottom with these principles as the guidelines. Treat every person, product, process and service for its value-added contribution to the client satisfaction process.
A failure to do this will result in the firm not having the capacity or expertise inside the firm to respond to change and the new demands of the market from outside the firm. The competitive advantage of the firm depends upon the ability of the business to do just this, to respond quickly and effectively to the market. The ability to look at the markets, the ability to plan the necessary internal changes and the ability to carry them out and measure its relative success is the role of management.
There is not a vast amount of published material or case studies on client management. As a profession we are seriously under-researched in the subject of client perception and opinion other than the published reports of the Office for the Supervision of Solicitors and the National Consumer Council. These are worthy of study but tend to concentrate primarily on complaints – a good a place to start as any, however. In client management, there is some theory, there is a need to experiment and there is no binding precedent.
Client Management for Solicitors by John Freeman